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Practicing Organization Development: A Guide for Leading Change: A Third Edition by Arielle Sullivan, Roland L. Sullivan, Jacqueline M. Stavros, William J. Rothwell

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NEW ACTION RESEARCH CHANGE MODEL: PERPETUAL AND INSTANTANEOUS POSITIVE CHANGE

Change consulting in the 21st Century requires a new model—a model that works in an environment of rapid, chaotic change. Many consultants today are frustrated by the time required for the traditional action research model, but it should not be abandoned. The response in our practice has been to create a model that responds more adroitly to the growing complexity of the consulting world, but is based on the founding principles of the field.
Edgar Schein (1999) writes:
“Consultation projects evolve in complex ways. One cannot really identify simple sequential patterns, such as ‘scouting,’ ‘entry,’ ‘contracting,’ ‘diagnosis,’ and ‘intervention. ’ Instead what happens ...

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